Ontario s Seniors Strategy: Where We Stand. Where We Need to Go

Transcription

1 Ontario s Seniors Strategy: Where We Stand. Where We Need to Go Dr. Samir K. Sinha MD, DPhil, FRCPC Provincial Lead, Ontario s Seniors Strategy Director of Geriatrics Mount Sinai and the University Health Network Hospitals Assistant Professor of Medicine University of Toronto and the Johns Hopkins University School of Medicine Ontario Simulation Exposition 5 December 2013

2 Ontario s Seniors Strategy: And What Does Simulation Have to Do With It? Dr. Samir K. Sinha MD, DPhil, FRCPC Provincial Lead, Ontario s Seniors Strategy Director of Geriatrics Mount Sinai and the University Health Network Hospitals Assistant Professor of Medicine University of Toronto and the Johns Hopkins University School of Medicine Ontario Simulation Exposition 5 December 2013

3 Establishing our Context 14.6% of Ontarians are 65 and older, yet account for nearly half of all health and social care spending (Census, 2011). 93% of Canadians 65 and older live at home. Canada and Ontario s older population is set to double over the next twenty years, while its 85 and older population is set to quadruple (Sinha, HealthcarePapers 2011). Our ageing population represents both a challenge and an opportunity.

4 Ontario Inpatient Hospitalizations Age Hospitalizations Total Hospital Days ALOS Population Total 992,533 6,253, Population ,339 (42%) 3,702,664 (59%) % 8.6% % 9.3% % 11.1% % 12.5% % 10.8% % 6.9% 11.0 MOHLTC / Canadian Institutes for Health Information (CIHI)

5 Ageing and Hospital Utilization in the 70+ Inconsistently High Users Consistently High Users 6.8% 4.8% 24.6% 42.6% Consistently Low Users No Hospital Episodes Only a small proportion of older adults are consistently extensive users of hospital services (Wolinsky, 1995)

6 What Defines our Highest Users? Polymorbidity Functional Impairments Social Frailty

7 The Top 5 System Barriers to Integrating Care for Older Adults Issue 1: We Do Little to Empower Patients and Caregivers with the Information They Need to Navigate the System. Issue 2: We Don t Require Any Current or Future Health or Social Care Professional to Learn About Care of the Elderly. Issue 3: We Don t Talk to Each Other Well Within and Between Sectors and Professions. Issue 4: We Work in Silos and Not as a System. Issue 5: We Plan for Today and Not for Tomorrow with Regards to Understanding the Mix of Services we Should Invest In to Support Sustainability.

8 Conceptualizing Functional Decline The Hazards of Hospitalization Functional Older Person Acute Illness + Possible Impairment Hostile Environment Depersonalization Bedrest / Immobilty Malnutrition / Dehydration Cognitive Dysfunction Medicines / Polypharmacy Procedures Depressed Mood, Delirium, and Negative Expectations Physical Impairment and Deconditioning Palmer et al., 1998 (Modified) Dysfunctional Older Person

9 The Hazards of Hospitalization THE COST OF FUNCTIONAL DECLINE (Palmer, 1995) The loss of independent functioning during hospitalization has been associated with: Prolonged lengths of hospital stay Increased recidivism A greater risk of institutionalization Higher mortality rates

10 Why Should this Matter? According to ICES, in Ontario amongst the 65+ The Most Complex 10% of Older Adults Account for 60% of our Collective Health Care Spending. The Least Complex 50% of Older Adults Account for 6% of our Collective Health Care Spending. (ICES, 2012)

11 Our Future Will Cost Us More 8.0 (Ontario Health Care Spending Predictions, MOHLTC) $Billions $24 billion <

12 Our Dilemma The way in which cities, communities, and our health care systems are currently designed, resourced, organised and delivered, often disadvantages older adults with chronic health issues. As Ontarians, our Care Needs, Preferences and Values are evolving as a society, with increasing numbers of us wanting to age in place.

13 Why Develop a Provincial Strategy?

14 Why Develop a Provincial Strategy? In 2011, the province announced a new vision to make Ontario the best place to grow up and grow old in North America. Given our current and future challenges, the development of Ontario s Seniors Strategy began in 2012 to establish sustainable best practices and policies at a provincial level. With a focus on ensuring equity, quality, access, value and choice, recommendations were developed that could support older Ontarians to stay healthy and independent for as long as possible.

15 Ontarians Had Their Say! Over 5000 Older Ontarians, 2500 Health, Social and Community Care Providers, and 1000 Caregivers have participated in our online, paper surveys and town hall and stakeholder engagement meetings. Hundreds of Stakeholder Groups representing Older Ontarians, Caregivers, Provider Organizations and Agencies, Professional Bodies, and Business at the Regional, Provincial, National, and International Level also dialogued and presented their ideas to us as well. Living Longer, Living Well.

16 Key Strategic Themes/Areas of Focus Supporting the Development of Elder Friendly Communities Promoting Health and Wellness Strengthening Primary Care for Older Ontarians Enhancing the Provision of Home and Community Care Services Improving Acute Care for Elders Enhancing Ontario s Long-Term Care Environments Addressing the Specialized Care Needs of Older Ontarians Medications and Older Ontarians Caring for Caregivers Addressing Ageism and Elder Abuse Addressing the Unique Needs of Older Aboriginal Peoples Necessary Enablers to Support a Seniors Strategy for Ontario

17 The Report Recommendations 33 Broader Recommendations that focus on issues that examine the development of elder-friendly communities, housing, transportation, ageism and elder abuse and the needs of special populations like our aboriginal or LGBTQ populations. 133 Health Recommendations that span the continuum of care from health promotion and healthy living to the delivery of health, social and community care services.

18 Opportunities to Support Ageing In Place Investing more in Health Promotion and Prevention in Older Ontarians (eg. Exercise and Falls Prevention Classes, Vaccinations). Ensure all Older Ontarians have access to a primary care provider and the primary care they need (eg. House Calls). Strengthening and Prioritizing Current and Future Investments in Home, Community and Long-Term Care and in Supporting Caregivers. Understanding Supportive Housing as under-utilized model of care that could keep our health care system sustainable. Expanding Traditional Scopes of Practice and Practice Settings to Improve and Bring Care Options Closer to Home (eg. Hospital at Home and Community Paramedicine). Ensuring that our current and future health and social care workforce has the knowledge and skills needed to care for an ageing population.

19 How Simulation Enables the Strategy

20 Key Strategic Themes/Areas of Focus Supporting the Development of Elder Friendly Communities Promoting Health and Wellness Strengthening Primary Care for Older Ontarians Enhancing the Provision of Home and Community Care Services Improving Acute Care for Elders Enhancing Ontario s Long-Term Care Environments Addressing the Specialized Care Needs of Older Ontarians Medications and Older Ontarians Caring for Caregivers Addressing Ageism and Elder Abuse Addressing the Unique Needs of Older Aboriginal Peoples Necessary Enablers to Support a Seniors Strategy for Ontario

21 What Unites These Professions? Nurses Physicians Social Workers Pharmacists Therapists Physician Assistants Chiropodists Personal Support Workers etc etc. NONE are required to receive ANY formalized training in the care of the elderly When You DON T KNOW WHAT YOU DON T KNOW?

22 What I Have Learnt A lack of skills, knowledge, and training opportunities affects one s confidence and comfort in working with certain populations. Education and Training doesn t stop in school as professionals need to be involved in lifelong learning. The future of care will largely rely on unpaid caregivers, PSWs, Nurses and our Allied Health Professionals we need to better for these groups When we don t acknowledge or celebrate the achievements of a group it can be seen as a devaluing of the work force.

23 Where We Need to Go Establishing New Interprofessional Models of Care Encouraging Evidence-Based Practices and Guidelines Enhancing Education and Training Opportunities Establishing Mandatory and Relevant Course Content Establishing more Community and Geriatric Placements Ensuring Simulation is a Core Aspect of the Training we Give Care Providers, Caregivers and Patients.

24 What Does Simulation Mean? THE OLD METHOD See One, Do One, Teach One THE NEW METHODS Practice Makes Perfect Role Play with Each Other Role Play with Standardized Patients, Models and Equipment Role Play with the Above in Simulated Environments to Recreate Real-Life Experiences Virtual Reality

25 Some Innovative Examples SIMULATION TO TEACH AGEING SENSITIVITY Michener s Ageing Suit allows health professionals to experience what living with mobility limitations is like. SIMULATION TO TEACH CAREGIVERS HOW TO COPE Mount Sinai s REITMAN Carers Program uses standardized patients to recreate challenging situations for caregivers to learn how to cope with and manage through. SIMULATION TO TEACH PATIENTS HOW TO REGAIN THEIR INDEPENDENCE Recreating Home and Community Environments in Rehabilitative Settings ensures independence with ADLs/IADLs.

26 Developing an Elder Friendly approach

27 Geriatrics at Mount Sinai In 2010, Mount Sinai became the first acute care academic health sciences centre in Canada to make Geriatrics a core strategic priority. Our ACE Strategy is being operationalized through the implementation of a comprehensive and integrated strategic delivery model that utilizes an interprofessional team-based approach to patient care. Our Strength relies on the partnership of our Geriatric Medicine, Geriatric Psychiatry, Primary Care, Palliative Medicine, and Emergency Medicine programs.

28 Acute Care for Elders (ACE) Strategy Redesigns or establishes new sustainable approaches that seek to enhance and improve upon current service models. Requires a shift in traditional thinking that currently underpins the administration and culture of most traditional care organizations. Is not adverse to identifying risk factors and needs and in intervening early to maintain independence.

29 The Mount Sinai Geriatrics Continuum 29 Outpatient Geriatric Medicine, Geriatric Psychiatry and Palliative Medicine Clinics CCAC Clinic Coordinator Geriatric Medicine, Geriatric Psychiatry and Palliative Medicine Consultation Services Orthogeriatrics Program ICU Geriatrics Program MAUVE Volunteer Program ACE Unit CCAC ACE Coordinator Home-Based Geriatric Primary/Specialty Care Program: House Calls Temmy Latner Home-Based Palliative Care Program CCAC Integrated Client Care Project (ICCP) Site Reitman Centre for Alzheirmer s Support and Caregiver Training Community and Staff Education Programs ISAR Screening Geriatric Emergency Management (GEM) Nurses ED Geriatric Mental Health Program YELLOW = New Programs Launched Since FY 10/11

30 Evaluating Mount Sinai s ACE Strategy PATIENT VOLUMES (Age 65+) YELLOW = FY 12/13 FY 09/10 = (+31.7%) TOTAL LENGTH OF STAY (Age 65+) FY 09/10 = (Provincial Average = 8.9) ALOS/ELOS RATIO (Age 65+) FY 09/10 = 95.6% 72.4% % RETURN HOME AT DISCHARGE (Age 65+) FY 09/10 = 71.1% 79.1% (Current LHIN Average = 72.4%) MEDICINE BED COUNTS FY 09/10 = 88 80

31 Evaluating Mount Sinai s ACE Strategy READMISSION w/n 30 DAYS (Age 65+) YELLOW = FY 12/13 FY 09/10 = % CATHETER UTILIZATION RATIO (Age 65+) FY 09/10 = 56% 14.7% PATIENT SATISFACTION (Age 65+) FY 09/10 = % (LHIN Average = 93.5%) COST SAVINGS THROUGH MORE EFFICIENT AND QUALITY CARE 6.26M (NET SAVINGS) IN FY 12/13 ALONE

32 What Excellent Care for All Older Ontarians Is Looking Like SHARED ACCOUNTABILITIES SHARED QUALITY AND SAFETY METRICS ALIGNED PERFORMANCE TARGETS Promoting Wellness across Elder Friendly Communities Supporting Ageing in Place Elder Friendly Hospital Care and Effective Transitions Enhanced Long-Term Care Environments - Single points of access to information exist to empower and support self-management and the work of unpaid caregivers. - Wellness and prevention programs reduce de-conditioning and social isolation, and improve functional capacity, independence and older adults ability to stay home longer: - Promoting screening and early linkages to the appropriate support services supports ageing in place and the needs of caregivers. - Strengthened Primary Care models improves access and provide more home-based care options (eg. house calls). - More investments in lowercost community care options like home care and supportive housing lessen demands and pressures on more expensive hospitals and long-term care facilities. - New technologies like telehomecare are allowing people to stay and receive more care at home. - When hospital care is required, older adults benefit from a sensitized and responsive hospital system that prioritizes the preservation of function and a return to one s home in the community. - Seamless and safe discharges that connect hospital, community and primary care providers are integral in managing transitions. - Opportunities to leverage more preventative models like Community Paramedicine or Hospital at Home exist are being pursued. - Quality long-term care is always there for those who require it. - Improvements in the capacity of our long-term care sector to provide more short-stay and restorative care options is helping older persons and the caregivers stay at home longer.

33 This is Ontario s Time to Lead

34 Thank You Samir K. Sinha MD, DPhil, FRCPC Director of Geriatrics Mount Sinai and the University Health Network Hospitals Provincial Lead, Ontario s Seniors Strategy ssinha@mtsinai.on.ca